OUTPUT 01
The map
How decisions get made today: by whom, on what information, and when.
The audit that ends
in a plan, not in a report .
The MAP maps how your operation actually works and returns a list of concrete improvement points: each with its trade-off, its estimated impact, and the order in which to attack them. Two to four weeks from kick-off, depending on scope.
What is the MAP?
The MAP: Milltech Action Plan is the audit every engagement starts with. We map the real operation, not the org chart, and return where time, money or focus is being lost today, and which decisions explain it.
It's not a report to read. It's an order of attack.
OUTPUT 02
The improvement points
At least five, each with its trade-off and estimated impact.
OUTPUT 03
The order
What to attack first by impact, effort, and budget, and what you can solve without us.
Four modules on the real operation.
01
Mapping operational decisions
Who decides what, with which information, and how often.
- Which decisions are made on data and which on judgment or instinct.
- Where information arrives after the decision was already made.
02
Systems, data and integration
Which tools exist, and which ones are actually used.
- Where data flows on its own and where it gets copied by hand.
- If two teams look at the same number, does it match?
03
Processes, bottlenecks and dependencies
Where the operation stalls, and why.
- Critical processes: definition, documentation and repeatability.
- Which critical knowledge lives inside a single head.
04
Resolution opportunities
What eats your time today, and whether it's worth simplifying, integrating, or solving with something new.
- How much time they consume today, and whose time.
- What gets solved by simplifying, what by integrating, and what needs something built to order.
The four modules apply to the areas and systems you define at kick-off. That definition is put in writing and forms part of the contract.
What the deliverable looks like
Improvement points,
ordered by impact, effort, and budget.
Each point comes with its trade-off written down: what gets given up and what it takes to move. Without that, a recommendation is an opinion.
IMPROVEMENT POINT Illustrative example · Logistics company · 28 employees
- 01
FINDINGSales logs the order in the CRM. Logistics re-enters it by hand in the ERP. Sometimes it doesn't match.
Integrate CRM ↔ ERP
TRADE-OFFNeeds an available systems owner and a freeze on manual entries during migration.
- 02
FINDINGFive key processes live only in two people's heads. If either is out, the process stalls.
Document the 5 critical processes
TRADE-OFFTime from the team that runs them today. Nobody else can write them.
- 03
FINDINGEach standard quote takes about 40 minutes and always goes through the same person, even when the case is identical to last week's.
Automate standard quoting
TRADE-OFFCovers only 70% of cases. The rest still goes through a person.
What the audit looks like
Three phases. Two to four weeks.
- 01 Week 1
Kick-off and initial mapping
- We define with you which areas get audited and who owns each one.
- We request read access and the documentation we need.
- First preliminary map of the operation.
- 02 Week 2 onward
In-depth mapping
- Sessions with the owner of each area.
- Complete map of decisions, systems and dependencies.
- Preliminary findings, reviewed with you in the weekly meeting.
- 03 Final week
Analysis and prioritization
- Executive report with improvement points, trade-offs and estimated impact.
- Actionables ordered by impact, effort, and budget.
- Presentation and closing session with the decision-makers.
If you move forward with the implementation, the audit fee is credited fully or partially against it.
Last step
Where is your
time going?
45 minutes · Free · If the fix is simple, we tell you right there.