Redesigned the order processing workflow by empowering employees, streamlining approvals, and removing manual bottlenecks to create a faster, more efficient process from order entry to fulfillment.
Project Snapshot
| Organization | Baden Sports |
| Role | Operations |
| Timeframe | 2007 |
| Primary Focus | Workflow redesign, operational efficiency, organizational adoption |
| Audience | Sales Representatives, Sales Assistants, Customer Service, Accounting, Supply Chain, Warehouse |
| Deliverables | * Redesigned order workflow * Updated operating procedures * Training materials * Process documentation * Reporting improvements * Workflow automation recommendations |
| Tools | * Microsoft Navision * Microsoft Office * Process mapping * Lean Manufacturing principles * Reporting tools |
The Challenge
The existing order process had grown organically over many years. Sales representatives completed paper or Excel order forms before sending them to an order entry team, who manually entered information into Microsoft Navision. If a new product needed to be created or payment required additional review, orders could sit idle while paperwork moved between multiple departments.
The process relied heavily on manual handoffs, printed paperwork, and employees physically walking documents throughout the building. Every additional step increased the likelihood of delays, duplicate work, and missed opportunities. As the company continued to grow, these inefficiencies became more noticeable and increasingly difficult to manage.
The goal wasn’t simply to make people work faster, it was to redesign the process so work naturally flowed to the right people at the right time
My Approach
Before recommending changes, I mapped the complete lifecycle of an order from the moment it was received until it reached the warehouse. Looking at the entire process revealed where work was stopping, why employees were waiting on one another, and where technology could eliminate unnecessary manual steps.
Rather than simply moving responsibilities from one department to another, we looked for opportunities to empower employees. Sales representatives were trained to enter their own orders, additional system licenses removed technology bottlenecks, permissions were expanded where appropriate, and automated reporting reduced the need for manual follow-up.
Like any significant change, this required thoughtful adoption. We brought the sales team together for hands-on training, answered questions, demonstrated the benefits, and continued supporting employees after implementation to ensure everyone felt comfortable with the new process.
What I Created
- Redesigned end-to-end order processing workflow
- Updated operational procedures
- Sales training materials
- Process documentation
- Workflow diagrams
- Automated reporting recommendations
- Cross-functional implementation support
- Change management and adoption planning
Results & Impact
- Reduced manual handoffs between departments
- Empowered sales representatives to enter their own orders
- Accelerated order processing
- Improved communication between departments
- Reduced unnecessary waiting for approvals
- Added safeguards to prevent missed orders
- Improved visibility throughout the order lifecycle
- Increased employee ownership of the process
- Supported role transitions without workforce reductions
My Process
Observe
I mapped the complete order lifecycle to understand where delays, bottlenecks, and unnecessary work occurred.
Understand the Goal
The objective wasn’t simply to speed up order entry, it was to create a process that was more reliable, scalable, and easier for everyone involved.
Remove the Friction
Whenever possible, I eliminated manual handoffs, reduced waiting, and leveraged technology to automate repetitive tasks.
Design for People
New processes were designed to give employees more ownership while reducing frustration and making their work easier.
Measure Adoption
Training sessions, ongoing support, and employee feedback helped ensure the new workflows became part of everyday operations.
Refine & Improve
As employees became comfortable with the new system, we continued refining procedures and identifying additional opportunities for improvement.
Key Takeaways
- The best process improvements eliminate unnecessary work rather than asking people to work harder.
- Technology is most valuable when it removes friction instead of adding complexity.
- Change management is just as important as process design.
- Giving employees ownership often increases both adoption and accountability.
- The strongest solutions improve the experience for employees and customers at the same time.
Sally Scott 