Moravio
Operations and priorities

The operation needs to improve. One thing goes first.

We follow one real order through your company and name the place to start.

Order · Quote · Handover · Waiting · Cost

Five things could work better, and every person you ask starts with a different one. We walk one real order through the operation, find the step that holds up the others, and put a cost on it before anyone buys anything.

Discuss your situation

Everyone here has a different first problem.

The list of improvements is rarely the hard part. The order of work is, and that order comes from one place, the way a real order moves through the company.

  • Everyone names a different first problem.

    Production says planning, sales says the quote, the office says paperwork. Each of them is right about their own desk, and the list never turns into an order of work.

  • Three quotes for three systems.

    Vendors have priced a planning tool, a CRM and a document archive. None of them looked at the step where the work actually stands still.

  • You know something is slow.

    You know a quote takes a week and that invoices leave late. Nobody has counted what those days cost you in a month, so there is nothing to compare an offer against.

  • The last improvement moved the queue.

    A tool made one desk faster and the work piled up at the next one. The time from enquiry to invoice stayed where it was.

The money goes to the loudest problem.

Without a clear order of work, the budget follows the person who argues best or the vendor who called last. The improvement lands somewhere real, and the total time from enquiry to invoice stays the same, because the step where the work waits was somewhere else. Decisions get postponed for the same reason. Two options nobody has costed cannot be compared, so the company keeps paying for the current state while it waits for certainty.

  1. 01Enquiry
  2. 02Goes firstQuote
  3. 03Order
  4. 04Planning
  5. 05Delivery
  6. 06Invoicing
  7. 07Reporting

Three of these steps are worth changing. The one that goes first is the one holding up the other two, and which one that is depends on your operation.

The first step is smaller than a project.

A setting in a system you already own, one connection between two tools, or a short analysis of one flow can each be the right first step. We say which one applies before anything is built.

  • An analysis of one flow

    We follow one real order through the operation with the people who handle it. You get the step that holds up the rest, what it costs you, the options for it and an estimate for the first one.

    Fits wheneveryone names a different first problem

  • Configure what you own, or buy what fits

    Approval rules, templates, price lists and user rights often already exist in a system you pay for. We check that before proposing anything custom, and where a proven product covers the step well we will tell you to buy it.

    Fits whenthe step that waits is a standard job

  • One connection between two systems

    One connection removes the retyping that holds up a whole step, and both systems stay as they are. It is usually the smallest change that removes a real delay.

    Fits whenthe work waits on a hand-over between two tools

  • Build the part that is the constraint

    We build that one part and connect it to what you keep. The scope covers one step of the flow, and the scope and the estimate are written before anything is built.

    Fits whenthe step holding up the others follows rules no product covers

  • Wait

    Some delays come from an unclear decision or from a person nobody has replaced. Software adds cost there and changes nothing. We will say so.

    Fits whenthe delay sits in a responsibility nobody owns

We read the operation before we price anything.

If your business were simple, standard software would already fit. Your operation has rules that never made it into a manual, and we learn them from the people who apply them every day.

  • We follow one real item

    We walk one order, one quote or one shift from the first e-mail to the invoice, with the people who handle each step. We write down where it waits, who decides and which cases go around the standard route.

  • We cost the candidates

    Every opportunity gets what it needs, what it would free up and what it depends on. Side by side on one page, they can be compared and defended.

  • One small scope, in front of real users

    The first step is agreed in writing with an estimate, and the first version goes to the people who do the job while it is still small. We change it with them.

  • We stay with it

    We take responsibility for the result in daily use and for the step that follows. The code, the data and the rules stay yours.

Work that started with one part of the operation.

Transport operationsOne division first, then the nextRidera moves orders and deliveries across dispatch, drivers, administration and finance. The system started in fuel trading, where documents from the field had to reach administration and invoicing, and once it held there the same flow was extended to the construction waste division.400+ daily usersRead the caseConstruction, roofing and assemblyThe quote was the step that held up the restPricing lived in spreadsheets that only their author could safely touch, purchase prices were retyped by hand and labour was estimated from memory. The quote is now one place with the price list, the labour rates and the hours behind it, and the accounting data is taken over daily.Quotes, hours and deliveries in one placeRead the case
Analysis outputModel example: three opportunities, one goes firstA model output reads like this. Three places where the order stands still, what each one needs in order to change, what it would free up, and the reason one of them goes first, because the other two sit behind it. This is a model example, drawn to show the shape of the analysis, and it carries no client numbers.Model example, no client numbers

The pattern repeats across sectors. One part of the operation holds up the rest, and the first job is to find out which part and what it costs you.

The questions we will ask in the first meeting.

  • Where does an order wait the longest today, and who is waiting for what?
  • How many orders go the standard way, and who decides about the rest?
  • The last time you added people, which desk did the queue move to?
  • Which of these problems would still hurt you if the others were solved?

A software partner for deciding what comes first

  • Build or buy advice

    We check first whether a system you already pay for can cover the step. Custom development starts where your rules, your data or the exceptions require it.

  • Built around what you keep

    ERP, CRM and the tools that do their job stay in place. What we add reads from them and writes back to them.

  • One constraint at a time

    We name the step that holds up the others and start there. The next step is agreed once the first one holds in daily work.

  • Yours to own

    The code, the data and the rules stay with your team, and the system can run on your infrastructure.

The Moravio team at work in the office

One order, followed from the first e-mail to the invoice.

We take one real order and follow it through every desk it passes, with the people who handle it. You need nothing prepared and no specification. You talk to the people who design and build the system, so nothing is lost on the way to a delivery team.

  1. Where it waits

    We mark every point where the order stands still, waiting for a person, an approval, a price or a document.

  2. Where it is retyped

    We note where the same data is entered a second time, and which system it came from.

  3. Who decides

    We write down who decides at each step, the rule they apply, and the cases they handle by hand.

  4. What goes first

    We put the opportunities side by side with what each one needs, what it would free up and what it depends on, and we name the one to start with.

What you bring

One real order, from the enquiry to the invoice. Nothing prepared, no specification.

What you leave with

Three to five opportunities with the constraint named, what each one would cost and free up, the one that goes first, and a scope and estimate for it.

Frequently asked questions

Will you understand our specific business?
That is the first part of the work. We follow one real order through your operation with the people who handle it, and we write down the decisions, the data and the exceptions before anything is designed. We have done it in transport, in construction and in manufacturing, and the operation was different every time.
Will we have to replace everything?
No. The ERP, the CRM and the tools that do their job stay where they are. What we add reads from them and writes back, and a replacement only comes up where a tool forces the wrong way of working.
How do we make sure our people will use it?
The first version goes in front of the people who do the job, on their real cases, while it is still small. We change it with them. Nothing is switched off until the new part has earned trust in daily work.
How do I defend it to management and IT?
You leave the first step with a written scope, an estimate, the options we rejected and the reason, and the risks. IT gets the technical picture in their own terms: permissions, where the data goes, and who owns the code.
What if we already know what to change?
Then we check it against the flow of one real order. If the priority holds, we go straight to the scope and the estimate. If something else is holding it up, you see that before you spend the budget.
What drives the price of the first step?
How many systems the step touches, how many exceptions the rule has, and how many people have to change what they do. All three are named in the scope before anything is built.
How will we know the change paid off?
We agree the measure before we build. The time an order waits, the number of retypes, or the hours a step takes in a normal week. The first version runs on real work, so the measure comes from your own operation.

What do you need but you can’t buy off the shelf?

Send us the messy version. We will help make the next decision clear.

Describe the situation

Prefer e-mail? jakub.bily@moravio.com · Or book a call