Portfólio Série: Operational Structuring Consulting for SME

Building Process Governance and Operational Structure in a Manual Environment

Small and medium-sized businesses often grow operationally before establishing formal processes, governance structures, or standardized workflows. As operations expand across multiple channels, the absence of procedures and process visibility can create execution inconsistencies, operational dependency on individuals, and limited scalability.

This consulting initiative focused on structuring operations for a multi-channel SME environment involving retail, production, logistics, and digital operations.

At the beginning of the project, the operation had no formal procedures, limited standardization, and heavily manual workflows across departments.

The initiative applied process engineering and continuous improvement principles to improve operational visibility, governance, and execution consistency.

Operational Diagnosis and AS-IS Analysis

The first phase focused on conducting an end-to-end operational diagnosis to understand how activities were being executed in practice.

The analysis identified:

• Lack of standardized procedures
• Manual operational routines
• Process dependency on specific individuals
• Limited operational visibility
• Inconsistent execution across workflows
• Absence of formal management controls

An AS-IS operational assessment was performed to map the current state of workflows and identify operational gaps and improvement opportunities.

Process Structuring and TO-BE Design

Based on the diagnosis, the project focused on designing a more structured operational model.

The initiative included:

• SOP creation and standardization
• Process mapping
• Workflow organization
• Definition of operational routines
• TO-BE process structuring
• Basic governance implementation

The objective was creating more repeatable, scalable, and controllable operational processes.

KPI Visibility and Operational Governance

To improve operational management, the project also introduced foundational monitoring and governance practices.

This included:

• Basic KPI structures
• Operational control tools
• Reporting visibility
• Management routines
• Dashboard support

The initiative helped leadership gain clearer visibility into operational execution and process performance.

Lean Six Sigma / Process Engineering Concepts Applied

• AS-IS / TO-BE Analysis
• Process Mapping
• SOP Standardization
• Operational Governance
• KPI Monitoring
• Workflow Structuring
• Continuous Improvement
• Process Optimization

Outcome

The project contributed to:

• Improved operational clarity
• Greater process consistency
• Reduced dependency on individuals
• Better operational predictability
• Stronger governance foundations
• Increased readiness for scalable growth

The initiative transformed a highly manual and non-standardized operation into a more structured and process-oriented environment aligned with operational improvement principles.