Workflow & Process Automation
Automate repetitive administrative and transactional tasks.
Culture of process-centricity
Support Functions Consulting
Administrative processes designed to move at the speed of the business
Support Performance
The back office is holding the front office back
Our support functions consulting applies lean practices to streamline administrative processes across Finance, HR, Legal, and Procurement, reducing lead times and improving the quality of information flow across teams and departments.
Support Function Levers
Streamlining the processes that set the pace of the business
Flow efficiency
- Understand organizational processes, how they are connected with customers and suppliers, and set the priorities for optimization.
- Design and implement new processes that create flow and reduce lead times.
Support functions Results
See how we transform support functions operations
Functional Silos vs. Flow
A practical approach to lasting change
Traditional Approach
- Functional organization
- Need more, hire more
- Speed through automation
Lean Approach
- Value stream organization
- Flow and resource efficiency
- Re-design before automating
KAIZEN™ TESTIMONIALS
What our clients have to say
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Kaizen Institute’s process is a key strength of our improvement system. The whole company is systematically looking for improvement opportunities.
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We significantly improved customer service level, given the reduction in errors we now have, and it far exceeded our expectations for efficiency gains in the organization. It was, without doubt, a very successful project.
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We use the Hoshin Kanri methodology to execute an annual strategy across the company, cascading it into sub-strategies within different departments, which are in turn deployed across various management boards.
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Having led several transformations in multinational companies, the decisive factors are having a team capable of execution, present across the various countries/cultures where we operate, and building competence within the client. This is what I found at Kaizen Institute.
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This continuous improvement system has delivered, once we reached a certain level of maturity, sustained improvements of several percentage points each year in productivity, year after year, consistently.
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The Daily KAIZEN™ meeting can never fail and is extremely important for the group’s smooth operation. Above all, for good communication within the company.
FAQ
What you need to know
Almost all of them: finance closing and invoice processing, HR hiring and onboarding, IT request handling, procurement transactions, legal reviews, and administrative workflows. These back-office processes typically carry decades of accumulated exceptions, approvals, and workarounds, which is exactly why they hold some of the largest untapped efficiency gains in any company.
Ideally, yes. Centralizing or outsourcing a wasteful process locks the waste into a contract or a shared services structure. Simplifying and standardizing first reduces the volume to be transferred, clarifies the true cost baseline, and often reveals that part of the expected savings can be captured without moving the work at all.
Yes, for three reasons: support functions are a significant fixed cost, their lead times gate the speed of the whole business, and their service quality shapes employee experience. A slow hiring process or a slow month-end close affects operations daily. Improving support processes releases capacity and speed that the core business feels immediately.
On the same terms as any operation: cycle time from request to delivery, error and rework rates, cost per transaction, backlog levels, and internal customer satisfaction. Visual management and daily routines make these indicators live tools for the teams, rather than monthly reports nobody acts on.
Yes. Improvements are implemented in waves within the existing team, so the process keeps running while it is being redesigned, there is no “big bang” cutover that stops invoices, hires, or IT tickets from being processed. Changes are piloted on a portion of the volume first, validated against service levels, and only then extended to the rest, so any adjustment happens before it affects the wider operation.